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 Employees surely can be fired if they do not perform, but they
should not be put on the street quickly because of economic downturns or strategic errors by
senior management over which they have no control. An example he frequently cites is
Southwest Airlines, which sees job security as a vital tool for building employee partnership and
argues that short-term layoffs would "put our best assets, our people, in the arms of the
competition. When employee will not be give security he would feel embarrased and perform
not up to the mark that would certainly result in financial performance. To provide security is
what we call in organisation is job security and good work environ ment.

Ô   
arganisation will have its first mark being setup if they recruit right people in
right job. Southwest Airlines received many job applications and approve only small numbers.
Second the organisation needs to be clear regarding critical skills and attributes of applicant.
Different question are asked according to attributes the organisation wants to have in
applicant. Third the people hired for sales or any particular job must have skills not any
academic performance, it ultimately have to be the person who is suitable for specific work.
Fourth, companies should screen for cultural fit and attitude, among other things, rather than
just for skills that new employees can easily acquire through training.

Ô    
         
   
 Teams
can substitute peer-based control of work for hierarchical control, thereby allowing for the
elimination of management layers. This can give the sense of responsibility and empowerment
which results in people for having them accountable. It would lower the cost of having
unnecessary job tasks people performing. Intelligent organisation is one having communicative
view, i.e involving employees in decisions and objectives of the organisation rather having some
specific people to be bureacratic and hierarichical. Whole Foods Market works as team
member and objective is hared among all the employees. Teams at Saturn and at the Chrysler
help each other on production, knowledge and trading tricks. Self managed team as another
example that Vancom has only one manager sees work of forty drivers and all share
information, and they are more in responsibility on road. If anything goes wrong they report it
and get it right, that is the reason for success.

 
   
 
      High pay can
produce economic success, as illustrated by the story of Pathmark. This large grocery store
chain in the Eastern United States had three months to turn the company around or go bust.
The new boss increased the salaries of his store managers by 40 percent to 50 percent, enabling
them to concentrate on improving performance rather than complaining about their pay. Home
Depot has been successful for the reason being that they pay much more for retail industry.
Another example says that when employees are owners, they act and think like owners and
they feel more responsible and it do generates results.

   


Some organisation do some sort of return-on-investment calculations, but
concludes that such analyses are difficult, if not impossible, to carry out. Successful companies
that emphasize training do so almost as a matter of faith. Training is an essential component of
high performance work systems. The Men͛s Warehouse, an off price speciality retailer of men͛s
tailored business has built its 35000 square foot training center in fremont california that lead
the company to increased its value of stock by 400 percent, because people are being invested
and their return woul ultimately ging to be shown. Motorola could not evalute the increase in
performance but they had invested around $170 million in training but it should be avaluated in
management process rather any other calculations.

     Ô      These include dress, language, office arrangements, parking


and wage differentials. In order to make organisational mebers feel imortand and committed
they reduce the status distinctions, it is done in way through language and labels, physical
space and dress. At NUMMI everyone wears the same coloured clothes, parking did not exist.
Some organisation did not have private secretaries, to reduce status differences. Herb Kelleher
agreed to freeze his salary at specific amount and nominated for best CEa. He was not poor
because he had owned stock in his company and that contributed to all other members.

Ô     The chief executive of Whole Foods Market has said that a high-trust
organization cannot have secrets. His company actually shares salary information with every
employee who is interested. arganisational performance could not enhance if trained people
do not have information on important dimensions, and training on how to interpret that
information. SRC (Springfield Remanufacturing Corporation) started open book management
where all employees shared information that had certainly lead to succes of company. When
company has lost its order, even then the company people shared information and improved
sales.

    
 I used the term it is not easy because if all these organisation has been
successful then there has to be certain policies which is being reviewed in article. If it would
have been possible then southwest gets copied and applies the same formula but that did not
work. There has been some problem implementing these ideas.

Managers are enslaved by short term pressure like organisation needs long time to change its
culutre. Secondly organisation wants shareholder value in short time but there needs to be
much time to evaluate. Third managers put all efforts on bottom line manger and when there is
time for result then position is being changed.

arganisation Tends to destroy Competence because organisation often inadvertently destroy


wisdom and competence or make it impossible for wisdom, knowlede to benefit the firm.
Managers do not delegate enough, If manager feels his superioirty then result is according to it
as more oversight resul to more performance and less on less. In some organisation the are
some norms and culture that results in good organisation performance. Although little evidence
is existss that being a mean or tough boss is key to success so some organisation do follows this
notion.

There are different chance for success and that all depends on how manager looks it to be,
whether good or bad all depends on manager perpsective. He is the person who judges for
decisions and employee career and organisation success.
Ô    Ô

Apple was founded in 1976 by Stephen Wozniak and Stephen Jobs in Job͛s garage. That was
how it started. The vision was to provide individual with computer. The macintosh operating
system introduced in 1984, it was an easy operating system. Apple also launched many features
which others did not launch. Apple mad separate building and hired people with unique skills
that is what they wanted to give to users the unique features. They wanted to be known as
innovator. When it came to action it all failed because business strategies were different. Its
system was different from mouse to grphical user interface and structure. The first mistake
which Apple made was licencing of operating system which decreased its marked share. It
launched some gadgets but with some flaws, ultimately loss was there. John Sculley laid off 20
percent workforce to cut cost and increase sales. They did not provide any security to
employees. They further has also increased the laid off. ather people in Apple was unsure of
their future and tempting the best people to leave. They were also not given amenities. People
ultimately slowed the progress after completing project. Company initially having problems
with its profits. Rumors were all around in the companyn because of turnover. This reduces
motivation among workers and progress started to reduce more and more. Poor service, high
turover, increased absentism made it more worse. If happiness in climate is there then some
chanced of improvement can occur. Some organisation can survive to cut costs but some
cannot make it. They can earn profit in this way. The Apple was in a death spiral. Apple tried
hard and wanted to come up with something very unique and it has iMac and that was the time
of rebirth of apple. As after that it began to rise and rise. Indeed Jobs said Innovation has
nothing to do with how many R&D you spend but it is all about how you led people and invest
on them and get them work according to mission.

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